Communication Gaps

The past couple of weeks have been especially hectic and I find that communication always seems to suffer when leaders are under pressure. My most recent training engagement is an example of “gaps” that can occur, even when we think the message is clear.

The event I am referring to involved working with a group of leaders from a national association at an off-site location. Prior to the training sessions I maintained contact with event planners through phone and email channels, including discussions about topics, facilities, and logistics. The objectives and expectations seemed clear to everyone but you can surmise from the way I am telling the story that all was not well.

Upon arrival for the first day of training I discovered that the meeting room was too small for many of the group activities I had in mind. I’m used to adjusting programs when these circumstances occur so I shifted gears and modified session content. By mid-afternoon I uncovered a more difficult hurdle to overcome – the leaders in the room had already been exposed to some of the same topics I was presenting at a different venue, and with a nationally known speaker, only four months earlier. You can imagine my disappointment to learn how the communication and expectations that seemed so clear only a few months earlier no longer represented the reality I was experiencing.

We all know that communication is active and interactive yet we often underestimate the level of misunderstanding and lack of clarity that accompanies much of our conversation, both written and verbal. How good am I at really listening? When do I succumb to shortcutting the process by using email instead of a face-to-face encounter? Is everyone really on the same page at the end of our company meetings?

I offer two simple steps to improve company communication processes. First, stop hiding behind email by using it to communicate difficult issues that we would rather not discuss in person. Demonstrate courage by giving feedback (positive and negative) in person. Practice active listening skills and agree on next steps. Second, at the end of every meeting check for clarity by asking, “What did we agree to do today?” Then ask, “Who needs to know and how will we communicate to them?” By recording the group’s responses and holding each other accountable for follow through you will discover that decisions made can be implemented more quickly and smoothly.

Obviously these are small first steps, but anything we can do as leaders to close the communication gap that exists in many of our organizations will be welcomed and appreciated by our employees. It will also make our jobs easier and what’s not to like about that?